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Over the Cricket Match-Fixing Scandal ‘Not Cricket’: A ‘Nexus of Silence’ over the Cricket Match-fixing Scandal Michael Gross University of Wollongong [email protected] and [email protected] ABSTRACT An international cricket match-fixing scandal in 2000, the biggest crisis in the game’s 250 year history, disclosed corruption by many players and officials that cricket authorities had failed to address for a decade. Analysis of the case has revealed that institutional-wide behavior, conceptualized as the phenomenon of a ‘nexus of silence’, occurs in organizations and institutions where authorities decide to hide, rather than control, unethical behavior. This paper presents a substantive theory of a ‘nexus of silence’, developing current literature on organizational silence and organizational hypocrisy. Discussion on the applicability of a ‘nexus of silence’ to management theory and directions for future research completes the paper. Keywords: corruption, organizational silence, organizational hypocrisy, ethics, corporate governance, trust. INTRODUCTION On 7 April 2000, the cricket world was shocked by the news that Delhi Police had uncovered evidence that South African cricket captain Hansie Cronje and other players were associated with bookmakers in manipulating the results of international cricket matches. This watershed event created a media scandal with government inquiries in South Africa and India, public release of previous inquiry reports on match-fixing, and the establishment of an Anti-Corruption Unit by the International Cricket Council (ICC) which produced its own report on corruption in the game. The inquiry reports disclosed that, since the early 1990s, cricket was riddled with match-fixing corruption about which authorities had failed to act effectively. Indulging in ‘organizational hypocrisy’, where their decisions and actions were at variance with the espoused values of cricket, national and international authorities had allowed a ‘nexus of silence’ about match-fixing to envelop the institution preventing effective action to remove the corruption. 1 Corporate scandals, involving long standing unethical or more serious misbehaviour in organizations unconstrained and covered up by management and corporate trustees, are not unusual, but there have been few attempts to conduct empirical research on such cases. The aim of this research into the match-fixing scandal in cricket has been to answer the question – ‘how could authorities allow this scandal to happen?’ - resulting in the development of a substantive theory of a ‘nexus of silence’, linking organizational silence to organizational hypocrisy. This paper presents a brief explanation of the methodology used, a model depicting the phenomenon of a ‘nexus of silence’, a summarized literature review on organizational silence and organizational hypocrisy, the case study summary, an brief explanation of the ‘nexus of silence’ phenomenon, and short summary of the findings, theoretical contributions, implications of the research for management theory, limitations of the study and future research directions. METHODOLOGY, MODEL EXPLANATION, LITERATURE REVIEW Grounded theory methodology (Glaser & Strauss, 1967), suitable for research in management (Goulding, 2002; Locke, 2001; Remenyi et al, 1998), was used in analyzing documents related to the scandal. Disparate documents were assembled into a case study, with coded data categorized as context, causes, conditions and consequences of the central phenomenon which emerged allowing the story of match-fixing to be told around the silence of many stakeholders when dealing with the problem of corruption. Figure 1 depicts a substantive theory which emerged linking ‘organizational hypocrisy’ and a ‘nexus of silence’. Figure 1 Model of ‘Organizational Hypocrisy and a ‘Nexus of silence’ over corruption: Context, Core Value Focus, Problem-Solving and Public Awareness Institutional Context Decreasing nexus of silence high high Organizational integrity path Cleaning the Scandal Augean Stables Institutional Public espoused awareness of Corruption corruption occurs values focus Sweep under the Cover up carpet 2 low low Organizational Increasing nexus of silence hypocrisy path success failure Corruption problem- solving A ‘nexus of silence’, institutional wide silence by stakeholders who become aware of the problem, occurs in a particular contexts where management and corporate ‘trustees’, faced with the issue of corruption or other unethical behaviour, fail to focus on the institution’s espoused values, choosing a path of organizational hypocrisy rather than organizational integrity. They enact and maintain a ‘nexus of silence’ in order to ‘sweep under the carpet’ or ‘cover up’ the problem, which only dissipates when ‘scandal’ breaks and the ‘cover up’ fails, after which they move to ‘clean the Augean stables’ (Sinclair, 2000: 7). The ‘nexus of silence’ concept describes pervasive silence, not just of employees, but of people at all organization levels and of stakeholders. It has previously been found by this researcher in the ‘Holy Watergate’ scandal involving cover up of sex abuse by clergy in the Archdiocese of Boston (Gross, 2005). Silence has a substantial literature, but a literature review by Morrison and Milliken’s indicated that “research on silence within organizations is more recent and sparse” (2003: 1354). Organizational silence (Morrison & Milliken 2000, 2004), to which the concept of a ‘nexus of silence’ can be related, is the widespread withholding of information by employees, which occurs in “many organizations… caught in an apparent paradox in which most employees know the truth about certain issues and problems within the organization yet dare not speak the truth to their superiors” (2000: 706). Research on organizational silence has mainly focused on ‘employee silence’ (for example, Hirschman, 1970; Argyris, 1977) which results from negative forces based on shared assumptions (Schein, 1992: 24-25) producing a ‘climate of silence’ on issues where employees believe their views will not be welcome by management, be futile or even dangerous (Morrison & Milliken, 2004). Employee silence research has addressed issues about which employees are silent (Morrison & Milliken, 2000, 2004; Hart & Hazelgrove, 2001; Milliken, 3 Morrison & Hewlin, 2003; Beamish, 2000); motives including fear about punishment (Ryan & Oestreich, 1991; Milliken and Morrison, 2003), job security (Piderit, 2000), being treated as a whistleblower (Miceli and Near, 1992), being labeled negatively (Bowen and Blackmon, 2003; Creed, 2003; Milliken et al, 2003), not wanting to hurt someone else (Van Dyne, Ang and Botero, 2003), and the belief in the futility of speaking up (Van Dyne, Ang and Botero, 2003; Ryan & Oestreich, 1991; Morrison & Milliken, 2000). Silence of groups and teams has been found to arise from self–censorship by team members, and from a culture of silence (Beamish, 2000; Hart and Hazelgrove, 2001), apathy (Condon, 2001) and ‘social loafing’ (Gabrenya et al, 1981). Organizational silence has also been noted by researchers in relation to man-made disasters (Beamish, 2000; Hopkins, 1999; Turner, 1978), and in long term professional malpractice (Hart and Hazelgrove, 2001). In a similar vein, ‘moral muteness’ (Bird and Waters, 1989), ‘moral disengagement’ (Beu and Buckley, 2004), and ‘ethical blind spots’ (Moberg, 2006) see managers refrain from talking about ethical issues, asking ethical questions about organizational decisions, and ‘turning a blind eye’ to unethical behaviour. Organization managers may adopt organizational defense routines when faced with situations which are potentially embarrassing or a threat, and where the issue of concern and the defense become ‘undiscussable’ (Argyris, 1990, 1994; Schein, 1992). Implications of silence (Morrison & Milliken, 2004) include a range of consequences including undermining the reporting of unethical and illegal practices and the effectiveness of organizational learning (Argyris and Schon, 1978; Argyris, 1990; Beer and Eisenstadt, 2000; Edmonson, 2003; Morrison and Milliken, 2000). ‘Organizational hypocrisy’ has been defined as voluntary behavior of an individual acting as an organizational trustee whose action does not meet proclaimed values which become excepted expectations (Phillippe and Koehler, 2005), as ‘theory-in-practice’ (Argyris and Schon, 1974) or basic assumption inconsistency (Schein, 1992), inconsistency in talk, decisions and actions (Brunsson, 1989), espoused values and principles at odds with decisions or action (Kouzes and Pozner, 1993) and organizations espousing single norm systems living in reality with multi-norm systems (Huzzard and 4 Ostergren, 2002). Revealed hypocrisy of individuals or organizations may lead to loss of reputation and trust, restoration of which will be difficult (Dowling, 2001). THE CRICKET MATCH-FIXING CASE - A THIN DESCRIPTION Cricket is an open air game, played between two teams of eleven players with bat and ball, where both teams try to win by scoring more runs (between wickets) than the opposition. While betting has had a 250 year association with the game (Rait-Kerr, 1950; Birley, 1999), match-fixing relates to ‘deciding the outcome of a match before it is played, primarily for monetary gain’ through betting (Qayyum, 1999). Besides losing a game deliberately, match-fixing involved betting on individual or collective underperformance by some players, insider information provision and player introductions to ‘bookies’, and ground preparation to guarantee certain predetermined
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